Discla imer: The mater ial in th is presentat ion contains general background informat ion about United Overseas Bank Limited (“UOB”) and its act iv it ies as at the date of the
presentat ion. The informat ion is g iven in summary form and is therefore not necessar ily complete. Informat ion in th is presentat ion is not intended to be re l ied upon as advice or
as a recommendat ion to investors or potent ia l investors to purchase, hold or sel l secur it ies and other f inancial products and does not take into account the investment
object ives, f inancia l s ituat ion or needs of any part icular investor. When decid ing if an investment is suitable, you should consider the appropr iateness of the informat ion, any
relevant offer document and seek independent financial advice. Al l secur it ies and financial product transact ions involve risks such as the risk of adverse or unant ic ipated
market, f inancial or polit ical developments and currency risk. UOB does not accept any liabil ity including in relation to the use of the material and its contents.
UOB Group Record Earnings Supported by Strong Balance Sheet
February / March 2019
Private & Confidential
Agenda
1. Overview of UOB Group
2. Macroeconomic Outlook
3. Strong UOB Fundamentals
4. Our Growth Drivers
5. Latest Financials
Overview of UOB Group
3
UOB Overview
4
UOB has grown over the decades organically and
through a series of strategic acquisitions. It is today a
leading bank in Asia with an established presence in
the Southeast Asia region. The Group has a global
network of more than 500 branches and offices in 19
countries and territories.
Founding Key Statistics for FY18
Expansion
Founded in August 1935 by a group of Chinese
businessmen and Datuk Wee Kheng Chiang,
grandfather of the present UOB Group CEO, Mr.
Wee Ee Cheong
Note: Financial statistics as at 31 December 2018.
1. USD 1 = SGD 1.36275 as at 31 December 2018.
2. Average for 4Q18.
3. Calculated based on profit attributable to equity holders
of the Bank, net of perpetual capital securities
distributions.
4. Computed on an annualised basis.
Moody’s S&P Fitch
Issuer Rating
(Senior Unsecured) Aa1 AA– AA–
Outlook Stable Stable Stable
Short Term Debt P-1 A-1+ F1+
■ Total assets : SGD388b (USD285b1)
■ Shareholders’ equity : SGD38b (USD28b1)
■ Gross loans : SGD262b (USD192b1)
■ Customer deposits : SGD293b (USD215b1)
■ Loan/Deposit ratio : 88.2%
■ Net stable funding ratio : 107%
■ Average all-currency liquidity
coverage ratio : 127% 2
■ Common Equity Tier 1 CAR : 13.9%
■ Leverage ratio : 7.6%
■ Return on equity 3, 4 : 11.3%
■ Return on assets 4 : 1.07%
■ Return on risk-weighted assets 4 : 1.93%
■ Net interest margin 4 : 1.82%
■ Non-interest income/
Total income : 31.8%
■ Cost / Income : 43.9%
■ Non-performing loan ratio : 1.5%
■ Credit Ratings
A Leading Singapore Bank; Established Franchise in Core Market Segments
5
Best Retail Bank in Singapore1
Strong player in credit cards and
private residential home loan
business
Best SME Banking1
Seamless access to regional
network for our corporate clients
Strong player in Singapore
dollar treasury instruments
Group Retail Group Wholesale Banking Global Markets
Best Retail Bank1
SME Bank of the
Year1
Bank of the
Year,
Singapore,
2015
UOB Group’s recognition in the industry UOB’s sizeable market share in Singapore
Source: Company reports.
1. The Asian Banker “Excellence in Retail Financial Service Awards”: 2016
& 2017 (SME Bank of the Year), 2014 (Best Retail Bank in Asia Pacific
and Singapore).
Excellence in Mobile
Banking – Overall,
2018 33% 58%
41%
Note: The resident portion of loans and advances is used as
a proxy for total SGD loans in Singapore banking system.
Source: UOB, MAS
23% 21%
SGD loans SGD deposits
1980; $92m
1990; $226m
2000; $913m
2007; $2,109m
2010; $2,696m
2014; $3,249m
2018; $4,008m
1965 1970 1975 1980 1985 1990 1995 2000 2005 2010 2015
Proven Track Record of Execution
6
UOB Group’s management has a proven track record in steering the Group through various global events and crises.
Stability of management team ensures consistent execution of strategies
Disciplined management style which underpins the Group’s overall resilience and sustained performance
Acquired
UOBR in 1999
Acquired BOA
in 2004
Acquired OUB
in 2001
Acquired CKB
in 1971
Acquired LWB
in 1973
Acquired FEB
in 1984
Acquired ICB
in 1987
Acquired
Buana in 2005
Note: Bank of Asia Public Company Limited (“BOA”), Chung Khiaw Bank Limited (“CKB”), Far Eastern Bank Limited (“FEB”), Industrial & Commercial Bank Limited (“ICB”), Lee Wah Bank Limited (“LWB”), Overseas Union Bank Limited (“OUB”), Radanasin Bank Thailand (“UOBR”).
NPAT Trend
2,345 2,363 2,364 2,491 2,917
593 537 548 581
600 159 175 193
218
282
99 61 71 29
77
305 366 300 419
443
324 367 301
469
507
2014 2015 2016 2017 2018
Singapore Malaysia Thailand
Indonesia Greater China Others
40% of
Group profit
before tax
Expanding Regional Banking Franchise
7
SINGAPORE
69 offices
THAILAND
154 offices
MALAYSIA
48 offices INDONESIA
180 offices
VIETNAM
1 office
GREATER CHINA
28 offices1
Established regional network with key Southeast Asian pillars,
supporting fast-growing trade, capital and wealth flows
Profit Before Tax by Region Extensive Regional Footprint with c.500 Offices
Most diverse regional franchise among Singapore
banks; effectively full control of regional subsidiaries
Integrated regional platform improves operational
efficiencies, enhances risk management and provides
faster time-to-market and seamless customer service
Organic growth strategies in emerging/new markets of
China and Indo-China
(SGD m) MYANMAR
2 offices
39% of
Group profit
before tax
1. UOB owns c13% in Hengfeng Bank (formerly Evergrowing Bank) in China.
AUSTRALIA
4 offices
PHILIPPINES
1 office
Why UOB?
8
Integrated Regional
Platform
Entrenched local presence. Ground resources and integrated regional
network allow us to better address the needs of our targeted segments
Truly regional bank with full ownership and control of regional subsidiaries
Stable
Management
Proven track record in steering the bank through various global events and
crises
Stability of management team ensures consistent execution of strategies
Strong
Fundamentals
Sustainable revenue channels as a result of carefully-built core businesses
Strong balance sheet, sound capital & liquidity position and resilient asset
quality – testament of solid foundation built on the premise of basic banking
Balance Growth
with Stability
Continue to diversify portfolio, strengthen balance sheet, manage risks and
build core franchise for the future
Maintain long-term perspective to growth for sustainable shareholder returns
Proven track record of financial conservatism and
strong management committed to the long term
Macroeconomic Outlook
9
0
5
10
15
20
25
Jan-14 Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
RMB loans Other financing
50
100
150
200
250
Feb-14 Feb-15 Feb-16 Feb-17 Feb-18 Feb-19
SSE Index 3m SHIBOR CNY/USD
5.2 3.7 2.5
4.3 3.6 3.9
9.9 7.6 6.7
2008 - 2011 2012 - 2014 2015 - 2019f
Primary Secondary Tertiary Total
Trade Tensions Cloud China’s Outlook but Low Risk of Hard Landing
10
46
201 87 97 65
163
103
84 73 54
48
57
87 79 53
257
361
257 249
173
China Japan UK US Germany
Government debt Corporate debt Household debt
New Financing Increasingly from Banking Sector
Structural Shift of China’s Economy
The Chinese economy has its underlying momentum, supported by rebalancing reforms and steady jobs market.
Low central government debt underpins China’s fiscal capacity, which could help mitigate “black swan” events.
Our base case scenario is for 2019 GDP to moderate to around 6.3% (2018: +6.6%), with downside risks from trade
tensions with the US and easing tech cycle. People's Bank of China (PBoC) has eased credit conditions and used
its fiscal levers to provide targeted support.
Source: IMF, CEIC, UOB Global Economics & Markets Research
(Average Contribution to
GDP growth rate, %)
Source: PBOC, UOB Global Economics & Markets Research
(Rolling 12 months, CNY trn)
Episodes of Market Volatility Contained
Source of China Debt Risk
(Feb’14 = 100)
Source: Bloomberg, UOB Global Economics & Markets Research
(2017, % of GDP)
Source: BIS, Macrobond, UOB Global Economics & Markets Research
Update until
2019f, if
available
Update Jan 19
to the latest
dataset, if
available
Provide daily
data set from
2010 onwards
Update 2017 to
the latest
dataset, if
available
Global Trade Tension Negative for Asia but Some Silver Lining May Emerge
11 Sources: CEIC, UOB Global Economics & Markets Research
Exports growth slowed across Asian countries in
2018
Key recipients of foreign direct investments in
Asia
* Based on official releases, definitions may differ across territories.
Sources: CEIC, UOB Global Economics & Markets Research
-2
5
6
7
7
7
13
14
20
16
13
9
16
10
22
15
Philippines
South Korea
Taiwan
Singapore
Indonesia
Thailand
Vietnam
Malaysia
2017 2018
2
11
13
27
29
34
35
2
8
8
23
32
35
36
5
11
3
21
29
35
24
Philippines
Taiwan
Thailand
Korea
Indonesia
Malaysia
Vietnam
2016 2017 2018e
Year on year export growth in USD terms (%) Foreign direct investments* (USD billion)
Implication on Regional Policy Rates
12 Sources: UOB Global Economics & Markets Research forecasts
Update where
relevant
3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19f 2Q19f 3Q19f 4Q19f
US 10-Year Treasury 2.33 2.40 2.74 2.86 3.06 2.68 2.80 3.00 3.00 3.25
US Fed Funds 1.25 1.50 1.75 2.00 2.25 2.50 2.50 2.75 2.75 3.00
SG 3M SIBOR 1.12 1.50 1.45 1.52 1.64 1.89 1.95 2.15 2.20 2.45
SG 3M SOR 1.01 1.30 1.48 1.59 1.64 1.92 1.90 2.15 2.20 2.45
MY Overnight Policy Rate 3.00 3.00 3.25 3.25 3.25 3.25 3.25 3.25 3.25 3.25
TH 1-Day Repo 1.50 1.50 1.50 1.50 1.50 1.75 1.75 1.75 2.00 2.00
ID 7-Day Reverse Repo 4.25 4.25 4.25 5.25 5.75 6.00 6.25 6.50 6.50 6.50
CH 1-Year Deposit Rate 1.50 1.50 1.50 1.50 1.50 1.50 1.50 1.50 1.50 1.50
• The projected Federal Funds Target Rate (FFTR) range of 2.75%-3.00% by end-2019 incorporates two more hikes,
albeit with some pauses. The two hikes are likely to be postponed to the June and December Federal Open Market
Committee (FOMC), from earlier expectations at the March and September FOMC respectively. Similarly, balance-
sheet reduction (BSR) – which reached its equilibrium state (US$50 billion in Oct’18) – is expected to slow down in
light of potential financial market volatility.
• In Singapore, short-term interest rates are expected to rise further in 2019, alongside projections for higher Fed rates.
However, the monetary policy bias in the region is tilted towards status quo for now. Growth in regional economies has
generally moderated in 2H18, after a resilient 1H18. The US-China trade tensions – which are likely to be protracted –
are negative for export-oriented Asian economies, as reflected in growth outlook in 2019.
• On balance, risks of capital flight from Asia remains low as pressure for monetary tightening has eased with the US
expected to take a slower approach to interest rate normalisation. Yet emerging markets, particularly for those with
current account and fiscal deficits, could see renewed pressure amid escalating trade tensions.
Southeast Asia: Resilient Key Markets
13
Lower Debt to Equity Ratio
Significantly Higher Foreign Reserves Healthy Current Account Balances
Lower Foreign Currency Loan Mix
Update 2018 to
the latest
dataset (see
excel file within)
Update Jan’19
to the latest
dataset (see
excel file within)
Update 2019e to
the latest
dataset (see
excel file within)
Update 2018 to
the latest
dataset (see
excel file within)
Sources: World Bank, International Monetary Fund
(USD billion)
Total debt to equity ratio = total ST and LT borrowings divided by total
equity, multiplied by 100; sources: MSCI data from Bloomberg
(%)
(% of GDP)
Source: International Monetary Fund
(%)
* Foreign currency loans in 1996 approximated by using total loans of
Asia Currency Units; sources: Central banks
Long-term fundamentals and prospects of key Southeast Asia
have greatly improved since the 1997 Asian Financial Crisis.
125 102
235 209
79 81 68 55
Malaysia Singapore Thailand Indonesia
Jun 1998 Jan 2019
67
21 38 36
50
14 6 6
Singapore* Indonesia Thailand Malaysia
1996 2018 (latest available data)
15.3
–5.5 –2.0 –1.5
18.3
2.3 8.1
–2.4
Singapore Malaysia Thailand Indonesia
1997 2019 estimate
75 30 24 26
289 205
118 105
Singapore Thailand Indonesia Malaysia
1998 2018 (latest available)
-40
-20
0
20
2013 2014 2015 2016 2017 2018
(%) Total Contract Awarded (lead 4 quarters)
GDP: Construction
Singapore GDP Growth to Moderate in 2019 Amidst Further Policy Tightening
14
MAS Normalised SGD NEER Further in Oct’18
Slowdown in manufacturing (2019f: +3%)
4Q18 GDP growth slowed to 1.9% y/y (3Q18: +2.4%).
This brought the full-year GDP growth to 3.2% (2017:
+3.9%), as manufacturing growth slowed to 7.2% in
2018 (2017: +10.5%). For 2019, GDP growth is
projected at 2.5% with downside risks, although
construction could potentially accelerate into 2019.
The MAS further tightened its monetary policy in
Oct’18, due to growth staying above potential and
higher core inflation. The slope of SGD NEER policy
band was slightly raised to an estimated 1.0% per
annum, from an estimated 0.5% slope since Apr’18.
The MAS could tighten further with another slope
increase at the Apr’19 meeting, but the biggest
uncertainty is the ongoing US-China trade tension.
Source: Singapore Department of Statistics
Construction activity to accelerate into 2019
Source: CEIC, UOB Global Economics & Markets Research
Source: Singapore Department of Statistics
Update where
relevant
Pls provide a chart
file where the excel
source file can be
assessed.
Update the charts to
latest available data.
-20
0
20
40
2013 2014 2015 2016 2017 2018
(YoY, %) Industrial production indexTotal manufucturing, excluding biomedical
121
123
125
127
129
131
Oct-16 Jan-17 Apr-17 Jul-17 Oct-17 Jan-18 Apr-18 Jul-18 Oct-18
SGD NEER Upper-end: 2%
Mid-Point of Estimated Policy Band Lower-end: 2%
SGD NEER slope
shifted to 0.5%
Tightening
#1
Slope shifted
to 1.0%
Tightening
#2 MAS kept neutral stance at Oct’16, Apr’17 and
Oct’17 meetings
Southeast Asia Banking Sectors: Strong Fundamentals Remain Intact
15
Robust Capital Positions
Update MRQ to
the latest
dataset (see
excel file)
Update MRQ to
the latest
dataset (see
excel file)
Update MRQ to
the latest
dataset (see
excel file)
(Common equity Tier 1 capital adequacy
ratio, in %)
13.9
13.1
14.9
21.6
4Q14 4Q15 4Q16 4Q17 4Q18
Note: For Singapore, common equity Tier 1 capital adequacy ratio and NPL reserve cover are based on the average of the three Singapore banking
groups, while the loans/deposit ratio approximates that of Singapore dollar.
Source: Central banks, banks
Adequate Loan/Deposit Ratio
(Loan/deposit ratio, in %)
90
85
98
93
4Q14 4Q15 4Q16 4Q17 4Q18
Healthy Reserves
(NPL reserve cover, in %)
74
98
146
118
4Q14 4Q15 4Q16 4Q17 4Q18
Singapore
Malaysia
Thailand
Indonesia
Malaysia
Singapore
Indonesia
Thailand Singapore
Thailand
Malaysia
Indonesia
45 SG, 47
36
HK, 26
52
CH, 45
15 US, 17
24 AU, 22
2008 2010 2012 2014 2016 2018
High National Savings Rate SG Household Income in Line with Property Prices
Regional House Price Indices over Last 10 Years Low Unemployment vs Global Peers
SG, 129
HK, 342
100
MY, 211
100 TH, 153
AU, 165
4Q08 4Q10 4Q12 4Q14 4Q16 4Q18
Conducive Macro Conditions Underpin Singapore Property Market
16
Update 3Q18 to
the latest
dataset
Update 2018 to
the latest
dataset
Update 3Q18 to
the latest
dataset
Update 3Q18 to
the latest
dataset
Sources: CEIC, UOB Economic-Treasury Research
(4Q08 = 100)
Sources: IMF, UOB Economic-Treasury Research
(% of GDP)
(%)
Sources: CEIC, UOB Economic-Treasury Research
1. Reflects median price of non-landed private residential
2. Reflects median of resident households living in private properties
3. Based on a 30-year housing loan, with a loan-to-value of 75%
4. A housing loan with 5% interest rate would increase DSR to 31%
Sources: URA, CEIC, Singapore Statistics, UOB Economic-Treasury Research
2.4 SG, 2.0 HK, 2.7
4.2
CH, 3.8
US, 3.9
7.7
EU, 6.6
2008 2010 2012 2014 2016 2018
2007 2018 +/(–)
Price1 (SGD / sq ft) 940 1,136 +21%
Unit size (sq ft) 1,200 1,200 –
Unit costs (SGD m) 1.13 1.36 +21%
Interest rate (%) 3.72 2.42
Household income2 (SGD / mth) 11,933 17,492 +47%
Debt servicing ratio3 (%) 33 234
Note: AU: Australia; CH: China, EU: European Union, HK: Hong Kong, SG: Singapore, TH: Thailand, UK: United Kingdom, US: United States
Revenue Potential from ‘Connecting the Dots’ in the Region
17
Note: ‘Trade’ and ‘cross-border activities’ capture both inbound and outbound flows of Southeast Asia, with ‘trade’ comprising
exports and imports while ‘cross-border activities’ comprising foreign direct investments and M&A. ‘Wealth’ captures
offshore and onshore assets booked in Singapore as a wealth hub. Incorporating BCG analysis, these are converted into
banking revenue potential.
Source: Boston Consulting Group’s analysis, Boston Consulting Group Global Banking Revenue pool
Source: BCG
+11%
CAGR
+4%
+7%
Industry’s Potential Connectivity Revenue
China c$7b
Indonesia c$4b
Malaysia c$4b
Hong Kong c$4b
Singapore c$3b
Thailand c$2b
Others c$32b
Industry’s Potential Connectivity Revenue (2020)
(SGD b) (SGD b)
Markets where UOB has a presence
c$28b
c$35b
c$6b
c$6b c$10b
c$14b c$44b
c$55b
2017 2020
Wealth
Trade
Cross-borderactivities
7.0
%
9.0
%1
7.0
%
8.0
%
10.5
%
10.5
%
8.5
%
8.5
%
10.5
%1
8.5
%
9.5
%
12.0
%
12.0
%
9.5
%
10.5
%
12.5
%1
10.5
%
12.0
%
14.0
%
14.0
%
11.5
%
BCBS Singapore Malaysia Thailand Indonesia Hong Kong China
Minimum CET1 CAR
Minimum Tier 1 CAR
Minimum Total CAR
% of risk weighted assets 5
Basel III across the Region
18
Update where
appropriate
BCBS Singapore Malaysia Thailand Indonesia Hong Kong China
Minimum CET1 CAR 4.5% 6.5%1 4.5% 4.5% 4.5% 4.5% 5.0%
Minimum Tier 1 CAR 6.0% 8.0%1 6.0% 6.0% 6.0% 6.0% 6.0%
Minimum Total CAR 8.0% 10.0%1 8.0% 8.5% 8.0% 8.0% 8.0%
Full Compliance Jan-15 Jan-15 Jan-15 Jan-13 Jan-14 Jan-15 Jan-13
Capital Conservation Buffer 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5%
Full Compliance Jan-19 Jan-19 Jan-19 Jan-19 Jan-19 Jan-19 Jan-19
Countercyclical Buffer 2 Up to 2.5% Up to 2.5% Up to 2.5% Up to 2.5% Up to 2.5% Up to 2.5% Up to 2.5%
2019 Requirement n/a 0% 0% 0% 0% 2.5% 0%
D-SIB Buffer n/a 2.0% Pending 1.0% 1.0%–3.5%3 1.0%–3.5% 1.0%4
G-SIB Buffer 1.0%–3.5% n/a n/a n/a n/a n/a 1.0%–1.54
Minimum Leverage Ratio 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 4.0%
Full Compliance 2018 2018 2018 2022 2018 2018 2015/16
Minimum LCR 100% 100% 100% 100% 100% 100% 100%
Full Compliance Jan-19 Jan-19 Jan-19 Jan-20 Dec-18 Jan-19 Dec-18
Minimum NSFR 100% 100% 100% 100% 100% 100% 100%
Full Compliance Jan-18 Jan-18 Jan-20 Jul-18 Jan-18 Jan-18 Jul-18
Source: Regulatory notifications.
1. Includes 2% for D-SIB (domestic-systemically important banks) buffer for the three Singapore banks.
2. Each regulator determines its own level of countercyclical capital buffer.
3. According to the regulations, Indonesia D-SIBs will initially be subject to a D-SIB buffer of up to 2.5%.
4. In China, G-SIBs (global-systemically important banks) are only subject to the higher of G-SIB and D-SIB buffer.
5. Minimum ratios on fully-loaded basis, including capital conservation buffer and D-SIB surcharge, but excluding countercyclical capital buffer and G-
SIB surcharge.
Source: BCBS
1. Liquidity Coverage Ratio
2. Net Stable Funding Ratio
3. Standardised Approach for measuring Counterparty Credit Risk
exposure (MAS has not announced implementation date)
Banking Regulations Still Evolving
19
Year ’13 ’14 ’15 ’16 ’17 ’18 ’19 ’20 ’21 ’22 ’23 ’24 ’25 ’26 ’27
Basel III
capital ratios Phased-in Full
Leverage ratio Disclosure phase Start
LCR1 Phased-in Full
NSFR2 Start
SACCR3 Start
MCRMR4 Start
TLAC5 Phased-in Full
Basel IV6 Phased-in Full
IFRS 9 Start
Banks need to be profitable in order to be strong.
Retained earnings are one of the major sources of
equity – which is the highest quality capital that
banks hold. Banks also need to be profitable to be
able to support the real economy. They have to earn
a decent return for intermediating credit, otherwise
they will do less of it.
– Mr Ravi Menon, Managing Director,
Monetary Authority of Singapore, 20 April 2017
…certain liabilities should be excluded from the
scope of bail-in because their repayment is
necessary to ensure the continuity of essential
services and to avoid widespread and disruptive
contagion to other parts of the financial system. The
proposed scope of bail-in would hence exclude
liabilities such as … senior debt and all deposits.
– Consultation Paper by the
Monetary Authority of Singapore, June 2015
4. Minimum Capital Requirements for Market Risk replaced Fundamental
Review of the Trading Book (MAS has not announced implementation date)
5. Total Loss Absorbing Capacity (not applicable to Singapore banks)
6. Basel IV: Reducing variation in credit risk-weighted assets
7. Revised definition on exposure measure
Revised7
20
Impact of Basel IV1 Likely to be Manageable
LGD2 floor of Retail Mortgage cut
to 5% from 10%
Lower RWA Higher RWA
Unsecured corporate FIRB5 LGD2 cut
to 40% from 45%
CCF6 for general commitments cut
to 40% from 75%
Higher haircuts and lower FIRB5 secured
LGD
Removal of 1.06 multiplier for
IRB8 RWA7
LGD2 and PD3 floors introduced for
QRRE4 and Other Retail
CCF6 for unconditional cancellable
commitments raised to 10% from 0%
PD3 floor of bank asset class raised to 5bp
from 3bp
Fundamental review of the trading book
Source: BCBS
1. Basel IV: Reducing variation in risk-weighted assets
2. Loss given default
3. Probability of default
4. Qualifying revolving retail exposures
5. Foundation internal rating-based approach
6. Credit conversion factor
7. Risk weighted assets
8. Internal rating-based approach
Retail credit
Wholesale credit
Others
RWA7 output floor set at 72.5% of that of
standardised approach
Strong UOB Fundamentals
21
Strong UOB Fundamentals
22
UOB is focused on the basics of banking;
Stable management team with proven execution capabilities
Consistent and
Focused
Financial
Management
Prudent growth amid the subdued business environment
Continue to invest in building long-term capabilities in a disciplined manner
Total credit costs expected to be below long-term trend of 28bp
Higher profit supports an increase in full-year dividend to 120 cents per share
Strong
Management with
Proven Track
Record
Proven track record in steering the bank through various global events and
crises
Stability of management team ensures consistent execution of strategies
Disciplined
Management of
Balance Sheet
Strong capital base; Common Equity Tier 1 capital adequacy ratio of 13.9% as at 31 December 2018
Liquid and well diversified funding mix with loan/deposits ratio at 88.2%
Stable asset quality, with a diversified loan portfolio
Delivering on
Regional
Strategy
Holistic regional bank with effectively full control of subsidiaries in key markets
Focus on profitable niche segments and intra-regional needs of customers
Entrenched local presence: ground resources and integrated regional network
to better address the needs of our targeted segments
Source: Company’s reports.
Need to think
what to say
Managing Risks for Stable Growth
23
UOB’s GRAS
Manage concentration
risk
Maintain balance sheet
strength
Optimise capital usage
Limit earnings volatility
Build sound reputation
and operating
environment
Nurture core talent
Prudent approach has been
key to delivering sustainable
returns over the years
Institutionalised framework
through Group Risk Appetite
Statement (GRAS):
– Outlines risk and return
objectives to guide strategic
decision-making
– Comprises 6 dimensions and
14 metrics
– Entails instilling prudent
culture as well as establishing
policies and guidelines
– Invests in capabilities,
leverage integrated regional
network to ensure effective
implementation across key
markets and businesses
Competitive Against Peers
24
Standalone
Strength
Efficient Cost
Management
Competitive
ROAA1
Well-Maintained
Liquidity
Update to the
latest dataset
(see excel file).
Include all
results
announcements
until 22 Feb
2019
Source: Company reports, Credit rating agencies (updated as of 22 Feb 19).
Banks’ financials were as of 31 Dec 18, except for those of BCA, NAB (both of which were as of 30 Sep 18), SCB, CIMB and
Maybank (which were as of 30 Jun 18).
1. Computed on an annualised year-to-date basis.
Moody’s S&P Fitch
Aa1 AA– AA–
Aa1 AA– AA–
Aa1 AA– AA–
A2 A AA–
A2 BBB+ A+
Baa1 A– n.r.
A3 A– A–
Baa1 BBB+ BBB+
Baa3 n.r. BBB–
A– A– A+
Baa1 BBB+ A
Aa3 AA– AA–
Aa3 AA– AA–
Moody’s baseline
credit assessment Costs/income
ratio
Return on average
assets1
Loan/deposit
ratio
a1
a1
a1
a2
baa1
baa2
a3
baa2
baa3
baa1
baa2
a2
a2
UOB
OCBC
DBS
HSBC
SCB
CIMB
MBB
BBL
BCA
BOA
Citi
CBA
NAB
43.9%
43.4%
44.0%
64.4%
68.0%
51.3%
46.9%
45.4%
45.5%
58.1%
57.4%
44.4%
50.0%
1.07%
1.17%
1.05%
0.59%
0.47%
0.92%
1.00%
1.13%
3.90%
1.21%
0.94%
0.94%
0.70%
88.2%
86.4%
87.6%
72.0%
68.2%
94.0%
92.8%
89.5%
80.9%
67.8%
66.3%
118.3%
143.2%
16.6% 7.6% 7.2% 7.1% 6.8% 6.8% 6.4% 5.8% 5.6% 5.5% 5.4%
BCA UOB OCBC DBS CIMB BOA Citi SCB CBA HSBC NAB
Strong Capital and Leverage Ratios
25
Reported Leverage Ratio3
Reported Common Equity Tier 1 CAR, Tier 1 CAR and Total CAR
UOB is among the most well-capitalised banks, with capital ratios comfortably above
regulatory requirements and high compared with some of the most renowned banks globally
Update to the
latest dataset (see
excel file).
Include all results
announcements
until 22 Feb 2019
Update to the
latest dataset (see
excel file).
Include all results
announcements
until 22 Feb 2019
Update to the latest
dataset (see excel
file).
Include all results
announcements
until 22 Feb 2019
22.7
16.4
14.2
14.0
14.0
13.9
13.9
13.6
11.9
11.9
11.9
10.8
10.2
22.7
16.4
16.6
14.8
17.0
14.9
15.1
15.2
13.1
13.4
13.5
12.9
12.4
23.7
18.0
21.3
16.4
20.0
17.0
16.9
18.3
16.5
15.1
16.3
15.8
14.1
BCA BBL SCB OCBC HSBC UOB DBS MBB CIMB BOA Citi CBA NAB
(Common Equity
Tier 1 CAR;
Tier 1 CAR; and
Total CAR in %)
Return on
Average Equity 2
Source: Company reports.
Banks’ financials were as of 31 Dec 18, except for those of BCA, NAB (both of which were as of 30 Sep 18), SCB, CIMB and
Maybank (which were as of 30 Jun 18).
1. NAB’s and CBA’s CARs are based on APRA’s standards. Their internationally comparable CET1 CAR was 14.6% (30 Sep 18)
and 16.5% (31 Dec 18), respectively.
2. Computed on an annualised year-to-date basis.
3. BBL and MBB do not disclose their leverage ratio.
1 1
18.4% 8.7% 6.1% 11.5% 7.7% 11.3% 12.1% 10.8% 9.7% 11.0% 9.4% 13.6% 11.2%
1 1
26
Improved balance sheet efficiency
– Stronger RoRWA1 driven mainly by
higher profit
Healthy portfolio quality
– NPL ratio improved to 1.5% in 2018
– 16bp credit cost on loans lower YoY
– Adequate non-performing assets
reserve cover: 87%, or 202% including
collateral
Proactive liability management
– Liquidity Coverage Ratios:
S$ (209%) and all-currency (135%)
– Net stable funding ratio: 107%
Robust capital; 13.9% CET1 CAR3
Total dividend / share 5 to $1.20, vs
$1.00 in FY17
Capital Adequacy Ratios (%) Group CASA (SGD b)
Balance Sheet Efficiency a Key Priority
Liability Management and Capital
14.9
2.1
17.0
FY18
13.9
Total
Tier 2
Tier 1
CET1
1.51% 1.63% 1.93%
FY16 FY17 FY18
RWA SGD216b SGD199b SGD221b
RoRWA1
Disciplined Balance Sheet Management
97 107 114 124 130
FY14 FY15 FY16 FY17 FY18
8% CAGR2
1. RORWA: Return on average risk-weighted assets.
2. Compound annual growth rate (CAGR) computed over 4 years (2014 to 2018).
3. CAR: Capital adequacy ratio.
Diversified Loan Portfolio
27
Gross Customer Loans by Maturity
Gross Customer Loans by Industry
Gross Customer Loans by Currency Gross Customer Loans by Geography 1
Singapore 52%
Malaysia 11%
Thailand 6%
Indonesia 4%
Greater China 15%
Others 12%
<1 year 40%
1-3 years 19%
3-5 years 12%
>5 years 29%
Transport, storage and
communication 4%
Building & construction
24% Manufacturing
8%
Financial institutions, investment and holding companies
9%
General commerce
13%
Professionals and private individuals
11%
Housing loans 26%
Others 5%
Note: Financial statistics as at 31 December 2018.
1. Loans by geography are classified according to where credit risks reside, largely represented by the borrower’s country of
incorporation / operation (for non-individuals) and residence (for individuals).
SGD 47%
USD 19%
MYR 10%
THB 6%
IDR 2%
Others 16%
Strong Investment Grade Credit Ratings
28
Issue
DateStructure Call Coupon Amount Ratings (M/S/F) 2019 2020 2021 2022 2023 2024 2025 2026
Additional Tier 1 SGDm SGDm SGDm SGDm SGDm SGDm SGDm SGDm
Oct-17 Perpetual 2023 3.875% USD650m Baa1 / – /BBB - - - - 886 - - -
May-16 Perpetual 2021 4.00% SGD750m Baa1 / – /BBB - - 750 - - - - -
Nov-13 Perpetual 2019 4.75% SGD500m Baa1/BBB–/BBB 500 - - - - - - -
Tier 2
Feb-17 12NC7 2024 3.50% SGD750m A2 / – / A+ - - - - - 750 - -
Sep-16 10½NC5½ 2022 2.88% USD600m A2 / – / A+ - - - 818 - - - -
Mar-16 10½NC5½ 2021 3.50% USD700m A2 / – / A+ - - 954 - - - - -
May-14 12NC6 2020 3.50% SGD500m A2 / BBB+ / A+ - 500 - - - - - -
Mar-14 10½NC5½ 2019 3.75% USD800m A2 / BBB+ / A+ 1,090 - - - - - - -
Senior Unsecured
Jul-18 3½yr FRN - BBSW 3m+0.81% AUD600m Aa1 / AA– / AA– - - - 578 - - - -
Apr-18 3yr FRN - 3m LIBOR+0.48% USD500m Aa1 / AA– / AA– - - 681 - - - - -
Apr-18 3yr FXN - 3.20% USD700m Aa1 / AA– / AA– - - 954 - - - - -
Apr-17 4yr FRN - BBSW 3m+0.81% AUD300m Aa1 / AA– / AA– - - 289 - - - - -
Sep-14 5½yr FXN - 2.50% USD500m Aa1 / AA– / AA– - 681 - - - - - -
Covered
Sep-18 5yr FXN - 0.250% EUR500m Aaa / AAA / – - - - - 780 - - -
Feb-18 5yr FRN - 3m LIBOR+0.24% GBP350m Aaa / AAA / – - - - - 608 - - -
Jan-18 7yr FXN - 0.500% EUR500m Aaa / AAA / – - - - - - - 780 -
Feb-17 3yr FXN - 2.125% USD500m Aaa / AAA / – - 681 - - - - - -
Feb-17 5yr FXN - 0.125% EUR500m Aaa / AAA / – - - - 780 - - - -
Mar-16 5yr FXN - 0.250% EUR500m Aaa / AAA / – - - 780 - - - - -
Total 1,590 1,863 4,408 2,175 2,273 750 780 -
Aa1 / Stable / P-1 AA– / Stable / A-1+ AA– / Stable / F1+
Capital good by global standards
Deposit-funded and liquid balance sheet
Traditional banking presence in Singapore,
Malaysia and other markets
Well-established market position, strong
funding and prudent management record
Will maintain its capitalisation and asset quality
while pursuing regional growth
Sound capital and high loan-loss buffers
Disciplined funding strategy, supported by its
strong domestic franchise
The table comprises UOB’s public rated issues; Maturities shown at first call date for AT1 and
T2 notes; FXN: Fixed Rate Notes; FRN: Floating Rate Notes; Updated as of 22 Feb 2019.
Debt Issuance History Debt Maturity Profile
FX rates at 31 Dec 2018: USD 1 = SGD 1.36; AUD 1.04 = SGD 1;
1 GBP = SGD 1.74; EUR 1 = SGD 1.56
29
Our Sustainability Milestones
Dodid Data Centre
1. FTSE4Good ASEAN 5 Index UOB was ranked second by market capitalisation at end-
2018
2. Bloomberg Gender-Equality Index UOB was included in 2019 based on disclosure in 2018.
3. Sustainable Banking Assessment UOB was ranked second among the Southeast Asian
banks in 2018.
4. ASEAN Corporate Governance Scorecard
UOB was ranked fifth in Singapore in 2018.
5. Singapore Governance and Transparency Index
UOB was ranked eighth out of 589 companies listed in
Singapore in 2018.
6. Singapore Corporate Awards UOB won the Bronze Award for Best Management Board
for listed companies with market capitalisation of above
SGD1 billion in 2018.
Notable Achievements Notable Recognitions
1. BCA-IMDA: Building and Construction Authority - Infocomm Media Development Authority.
Source: UOB, FTSE Russell, Bloomberg, World Wildlife Fund (WWF), Centre for Governance, Institutions and Organisations (CGIO) of the National
University of Singapore (NUS) Business School; Singapore Corporate Awards.
Bilateral Loan
S$76m Sole Financial Adviser
May 2018
Sinar Kamiri Sdn Bhd (A subsidiary of Mudajaya Group)
SRI Sukuk
RM245m Joint Lead Arranger
Jan 2018
Our Growth Drivers
30
Our Growth Drivers
31
Realise Full
Potential of our
Integrated Platform
Provides us with ability to serve expanding regional needs of our
customers
Improves operational efficiency, enhances risk management, seamless
customer experience and faster time to market
Sharpen Regional
Focus
Global macro environment remains uncertain but the region’s long-term
fundamentals continue to remain strong
Region is our growth engine in view of growing intra-regional flows and
rising consumer affluence, leveraging digitalisation and partnerships
Grow fee income to offset competitive pressures on loans and improve
return on risk weighted assets
Increase client wallet share size by intensifying cross-selling efforts,
focusing on service quality and expanding range of products and services
Long-term Growth
Perspective
Disciplined approach in executing growth strategy, balancing growth with
stability
Focus on risk adjusted returns; ensure balance sheet strength and robust
capital through economic cycles
Reinforce Fee
Income Growth
Previously was
return on capital
Added the text
in red
Previously was
“amidst global
volatilities”
32
3.5 3.9
FY17 FY18
+11%
GWB income (SGD b)
Strong income & RoRWA1 growth… ... supported by diverse sources
Wholesale Banking: Tapping Intra-Regional Flows through Diversification
1. RoRWA: Ratio of “Profit before tax” to “Average segment RWA”.
2. Income from Hong Kong, China, Malaysia, Thailand, Indonesia, others.
3. Income from Cash, Trade, Global Markets, Investment Banking, others.
4. Income from Industrial, Financial Institutions, Oil & Gas, Consumer Goods, Construction & Infrastructures, Technology, Media &
Telecommunications (TMT), Healthcare, Logistics, others.
1.7 1.9
FY17 FY18
1.8 2.1
FY17 FY18
2.2 2.4
FY17 FY18
By geography
+17%
By product
+15%
By sector
+11%
Non-Singapore
income2 (SGD b)
Non-loan
income3 (SGD b)
Non-real estate
income4 (SGD b) RORWA1 0.91% 1.63%
33
Strategic Initiatives to Tap Intra-Regional Flows
Strengthen Connectivity Products & Platforms Sector Specialisation
1 2 3
• Focused sector teams
supporting RM3 with
insights & solutions
Offer customised
solutions
to our customers
• Focused on tapping
Chinese / ASEAN flows
• FDI1 advisory team,
supporting companies'
regional expansion
Support and grow with
our customers in the
region
• New product platforms
• Re-designed customer
journeys
• Rapid deployment across
the Group
Building new
capabilities
Non-loan income:
+15%2
Non-real estate income:
+11%2
Cross-border revenue:
+15% growth2 &
25% of GWB income
FDI1 contributed S$46b of
deposit flows4
GWB e-Banking customers
~20% growth2
Targeted cost productivity
improvement5:
~10-15%
Best Transaction Bank Best Cash Management Bank Best Trade Finance Bank 6
1. FDI: Foreign Direct Investment.
2. 2018 year-on-year growth.
3. RM: Relationship Manager.
4. Deposit flows in 2018.
5. 2021 target.
6. The Asian Banker Transaction Awards 2018, in Singapore.
1.1 1.3 1.5
FY16 FY17 FY18
34
5.78% 5.72% 6.22%
FY16 FY17 FY18
98 104
108
FY16 FY17 FY18
3.5 3.8 4.0
FY16 FY177 FY18
1. Includes Business Banking.
2. High Affluent comprises Privilege Banking, Privilege Reserve and Private Bank segments.
3. Income includes fee and commission income that is net of directly attributable expenses.
4. RoRWA: Ratio of “Profit before tax” to “Average segment RWA”.
SGD b
SGD b
SGD b
Gross Loans (Group Retail1): +4% YoY in FY18
Segment RoRWA4 +0.50%pt YoY in FY18 High Affluent2 income: +10% YoY in FY18
Income3 (Group Retail1) +4% YoY in FY18
Retail Banking: Serving Rising Affluent via Our Extensive In-country Presence
AUM SGD93 b SGD104 b SGD111 b
35
Leveraging Digitalisation and Partnerships to Grow and Deepen Customer Franchise
Omni-Channel Experience Digital Bank Ecosystem Partnerships
2 3 1
• Digitised application &
approval of consumer
products1
• Growth in Mighty app
usage
• Leveraging data analytics
& machine learning across
customer touch points
Deepening customer
engagement
• Strengthening customer
acquisition & deepen
customer wallet share
• Improving banking
access by plugging into
consumers’ lifestyles
Forging collaborations to
widen distribution reach
• Delivered and launched
TMRW in Thailand within
14 months
Targeting Mobile-First
and Mobile-Only
Generation
UOB Mighty App:
Transaction volume: +125%2
New Orchard Wealth Banking
Centre with state of the art
features
Regional bancassurance
arrangement with Prudential
Strategic alliance with Grab
Partnerships in property
and car ecosystems
Target 5 markets
3-5m customers
Engagement Index >7
Steady-state cost-income
ratio ~35%
1. Include UOB Housing Loan, Car Loan, Credit Cards and Deposits.
2. 2018 year-on-year growth
Latest Financials
36
FY18 Financial Overview
37
Net Profit After Tax (NPAT) Movement, FY18 vs FY17
(SGD m)
+13% +5% +7% +0% –20% –46% –4%
3,390 4,008
692 94 335 232 265 4 2
FY17 netprofit after
tax
Net interestincome
Net fee andcommission
income
Other non-interestincome
Operatingexpenses
Totalallowances
Share ofprofit of
associatesand jointventures
Tax andnon-
controllinginterests
FY18 netprofit after
tax
+18%
1. Fee income and expenses have been restated where expenses directly attributable to fee income are presented net of fee income.
2. Computed on an annualised basis.
3. Calculated based on profit attributable to equity holders of the Bank, net of perpetual capital securities distributions.
1
1
Key Indicators FY18 FY17 YoY Change
Net interest margin (%) 2 1.82 1.77 +0.05% pt
Non-interest income / Income (%) 31.8 35.4 (3.6) pt
Cost / Income ratio (%) 43.9 43.7 +0.2% pt
Return on equity (%) 2, 3 11.3 10.2 +1.1% pt
Return on risk-weighted assets (%) 2 1.93 1.63 +0.30% pt
4Q18 Financial Overview
38
Net Profit After Tax (NPAT) Movement, 4Q18 vs 3Q18
(SGD m)
+1% +34% –4% –42% –3% –99% –10%
1,037 916
9 27 21
17 103 33 24
3Q18 netprofit after
tax
Net interestincome
Net fee andcommission
income
Other non-interestincome
Operatingexpenses
Totalallowances
Share ofprofit of
associatesand jointventures
Tax andnon-
controllinginterests
4Q18 netprofit after
tax
–12%
1. Computed on an annualised basis.
2. Calculated based on profit attributable to equity holders of the Bank, net of perpetual capital securities distributions.
Key Indicators 4Q18 3Q18 QoQ Change 4Q17 YoY Change
Net interest margin (%) 1 1.80 1.81 (0.01) pt 1.81 (0.01) pt
Non-interest income / Income (%) 27.4 31.3 (3.9) pt 34.5 (7.1) pt
Cost / Income ratio (%) 44.4 43.4 +1.0% pt 46.0 (1.6) pt
Return on equity (%) 1, 2 10.2 11.7 (1.5) pt 9.8 +0.4% pt
Return on risk-weighted assets (%) 1 1.68 1.99 (0.31) pt 1.69 (0.01) pt
4,535 4,688 4,877 5,354
391 303 651
866
4,926 4,991
5,528
6,220
2.26% 2.20% 2.14% 2.19%
0.50% 0.38%
0.77% 0.89%
1.77% 1.71% 1.77% 1.82%
-4.00%
-3.00%
-2.00%
-1.00%
0.00%
1.00%
2.00%
3.00%
2,500
3,500
4,500
5,500
6,500
7,500
8,500
9,500
2015 2016 2017 2018
Net interest income – loans (SGD m) Net interest income – interbank & securities (SGD m)
Net loan margin (%) * Net interbank & securities margin (%) *
Overall net interest margin (%) *
Volume Sustained Growth in Net Interest Income; Margin Stable
39 * Computed on an annualised basis, where applicable.
1,254 1,261 1,331 1,369 1,392
207 209 211
230 216 1,461 1,470 1,542
1,599 1,608
2.14% 2.18% 2.22% 2.18% 2.15%
0.93% 0.94% 0.87% 0.90% 0.87%
1.81% 1.84% 1.83% 1.81% 1.80%
-4.00%
-3.00%
-2.00%
-1.00%
0.00%
1.00%
2.00%
3.00%
800
1,000
1,200
1,400
1,600
1,800
2,000
2,200
2,400
4Q17 1Q18 2Q18 3Q18 4Q18
Net Interest Income and Net Interest Margin
Broad-based Increase in Loan Portfolio
40
Gross Loans
Dec-18
SGD b
Sep-18
SGD b
QoQ
+/(–)
%
Dec-17
SGD b
YoY
+/(–)
%
By Geography
Singapore 137 133 +3 128 +8
Regional: 97 95 +2 85 +15
Malaysia 29 29 +1 27 +9
Thailand 17 16 +3 15 +12
Indonesia 11 11 +2 11 +5
Greater China 40 39 +3 32 +24
Others 27 27 +1 23 +15
Total 262 255 +3 236 +11
By Industry
Transport, storage and communication 10 10 +2 9 +9
Building and construction 63 60 +5 54 +18
Manufacturing 21 22 –2 19 +13
Financial institutions, investment & holding companies 23 23 +2 19 +22
General commerce 33 32 +2 31 +7
Professionals and private individuals 29 29 +1 28 +4
Housing loans 68 68 +1 66 +4
Others 13 12 +14 11 +24
Total 262 255 +3 236 +11
Note: Loans by geography are classified according to where credit risks reside, largely represented by the borrower’s country of
incorporation / operation (for non-individuals) and residence (for individuals).
Non-Interest Income Softened with Subdued Market Conditions
41
1,642 1,659 1,873 1,967
954 877 902 648
284 263 260
282
2,880 2,799 3,035
2,896
21.0% 21.3% 21.9% 21.6%
36.9% 35.9% 35.4% 31.8%
-50.0%
-40.0%
-30.0%
-20.0%
-10.0%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
800
1,300
1,800
2,300
2,800
3,300
3,800
4,300
4,800
5,300
2015 2016 2017 2018
Net fee income (SGD m) Trading and investment income (SGD m)
Other non-interest income (SGD m)
Net fee income / Total income (%) Non-interest income / Total income (%)
509 517 498 484 467
198 187 216 185
59
63 57 86 58
82
771 761 800
728
607
22.8% 23.2% 21.3% 20.8% 21.1%
34.5% 34.1% 34.2% 31.3%
27.4%
-50.0%
-40.0%
-30.0%
-20.0%
-10.0%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
200
400
600
800
1000
1200
1400
4Q17 1Q18 2Q18 3Q18 4Q18
Non-Interest Income and as a % of Total Income
Note: Fee income has been restated where the amounts are net of expenses directly attributable to fee income.
Broad-based Focus in Fee Income
42
345 368 404 440
172 188 239 261
416 403
547 543
498 482
471 545 121 134
148
154
258 263
272
296
74 93
80
63
1,883 1,931
2,161
2,303
0
500
1,000
1,500
2,000
2,500
2015 2016 2017 2018
Credit card Fund management Wealth management Loan-related Service charges Trade-related Others
111 99 108 110 123
67 68 68 65 60
142 165 132 133 114
133 141
148 135 121
41 36
37 37
43
72 72
74 74
76
18 20
15 15
14
585 602
581 568
551
0
100
200
300
400
500
600
4Q17 1Q18 2Q18 3Q18 4Q18
(SGD m) (SGD m)
Breakdown of Fee Income
Note: The amounts represent fee income on a gross basis.
Pacing Growth in Operating Expenses, with Maintaining a Stable CIR
43
2,064 2,050 2,224 2,447
242 286 365
414 1,050 1,089
1,150 1,142
3,356 3,425
3,739 4,003
43.0% 44.0% 43.7% 43.9%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
45.0%
50.0%
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
5,000
5,500
2015 2016 2017 2018
Staff costs (SGD m) IT-related expenses (SGD m)
Other operating expenses (SGD m)
Costs / Income ratio (%)
608 606 619 626 597
98 103 112 106 94
321 278 291 279 293
1,027 987
1,022 1,011 984
46.0% 44.2% 43.6% 43.4%
44.4%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
45.0%
50.0%
200
400
600
800
1,000
1,200
1,400
4Q17 1Q18 2Q18 3Q18 4Q18
Operating Expenses and Costs / Income Ratio
Note: Expenses have been restated where the amounts no longer include expenses directly attributable to fee income.
64% 66%
36% 34%
2014 2018
Run theBank
Changethe Bank
44
IT Investments Towards “Changing the Bank”
Total IT investments Global Market Platform:
Customer flow income +9%1
Cash Management Platform:
Transaction banking income +16%1
Wealth Platform:
Wealth management income +14%1
Digital Transformation:
Online penetration rate for retail customers –
Group: 59% in 2018 (2017: 54%)
Connectivity and Digital for
Growth
2009 to 2013
(cSGD0.6 b)
2014 to 2018
(cSGD1.6 b)
Cumulative
IT investments
Focus Centralisation and Standardisation
1. CAGR computed over 5 years (2013 to 2018)
45
Bank exposure as of 31 December 2018
• Bank exposure accounted for 60% of total
exposure to China
• Top 5 domestic banks and 3 policy banks
accounted for 70% of total bank exposure
• 99% with <1 year tenor
• Trade exposures mostly with bank counterparties,
representing about half of bank exposure
Note: Classification is according to where credit risks reside, largely represented by the borrower's country of incorporation /
operation (for non-individuals) and residence (for individuals).
20.7 20.9 21.9 20.8 17.9
9.0 9.3 10.1 10.0 10.6
1.5 1.4 1.5 1.8
2.1
31.2 31.6 33.5 32.6
30.6
0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
40.0
Dec-17 Mar-18 Jun-18 Sep-18 Dec-18
Debt (SGD b)
Non-bank (SGD b)
Bank (SGD b)
Non-bank exposure as of 31 December 2018
• Target customers include top-tier state-
owned enterprises, large local corporates
and foreign investment enterprises
• NPL ratio at 0.6%
• 50% denominated in RMB
• 50% with <1 year tenor
Total China
exposure to total
assets (%)
8.7% 8.7% 8.7% 8.5% 7.9%
5.0%
Exposure to China
NPL Ratio Improved to 1.5%
46
Note: NPLs by geography are classified according to where credit risks reside, largely represented by the borrower’s country of
incorporation / operation (for non-individuals) and residence (for individuals).
NPL ratio 1.8% 1.7% 1.7% 1.6% 1.5%
NPLs (SGD m) 4,211 4,138 4,208 4,185 3,994
2,058 1,918 1,943 1,963 2,085
585 603 623 629
558
439 485 482 416 456
694 692 721 749 545
132 150 139 138 120
303 290 300 290 230
900
1,400
1,900
2,400
2,900
3,400
3,900
4,400
Dec-17 Mar-18 Jun-18 Sep-18 Dec-18
Others
Greater China
Indonesia
Thailand
Malaysia
Singapore
New NPA Formation Trending to More Normalised Level
47
(SGD m) 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18
NPA at start of
period 3,632 3,480 3,543 3,587 3,919 4,389 4,323 4,404 4,374
New NPA 387 424 537 799 1,167 416 436 475 609
Upgrades,
recoveries and
translations
(320) (293) (255) (369) (354) (310) (212) (398) (382)
Write-offs (219) (68) (238) (98) (343) (172) (143) (107) (435)
NPA at end of
period 3,480 3,543 3,587 3,919 4,389 4,323 4,404 4,374 4,166
Credit Costs Also Normalising
48
655 693 660
390
19bp
45bp 61bp
15bp
32bp
32bp 28bp
16bp
(150)bp
(100)bp
(50)bp
0bp
50bp
100bp
150bp
0
200
400
600
800
1,000
1,200
1,400
1,600
1,800
2,000
2015 2016 2017 2018
Total Allowances for Loans (SGD m)
Allowances for NPLs / Average Gross Loans (basis points)
Total Allowances for Loans / Average Gross Loans (basis points)
104 65 81
113 131
125bp
12bp
11bp 15bp
22bp
17bp 11bp
13bp 18bp
20bp
(150)bp
(100)bp
(50)bp
0bp
50bp
100bp
150bp
0
100
200
300
400
500
600
4Q17 1Q18 2Q18 3Q18 4Q18
Allowances for Loans
1. Computed on an annualised basis, where applicable.
1
1
Adequate Reserve Coverage Ratios
49
1,855 1,771 1,766 1,781 1,508
1,961 1,570 1,581 1,586
1,571
0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
Dec-17 Mar-18 Jun-18 Sep-18 Dec-18
Allowances forperforming loans(SGDm)
Allowances for NPLs(SGD m)
195% 178% 178% 177% 188%
91% 81% 80% 80% 77%
44% 43% 42% 43% 38% 0%
50%
100%
150%
200%
250%Total Allowances /Unsecured NPLs (%)
Total Allowances / NPLs(%)
Allowances for NPLs /NPLs (%)
Allowances prior
SFRS (I) 9 ECL*
* ECL: Expected credit losses under Singapore Financial Reporting Standards (International) 9: Financial Instruments
Strong Capital and Leverage Ratios
50
Tier 2 CAR 2
Total CAR 2
CET1 CAR 2
SGD b
Common Equity Tier 1
Capital 30 30 30 30 31
Tier 1 Capital 32 33 33 32 33
Total Capital 37 38 38 37 38
Risk-Weighted Assets 199 202 206 213 221
Credit 176 179 182 188 195
Market 9 9 10 10 10
Operational 14 14 14 15 15
Leverage ratio 1
15.1% 14.9% 14.5% 14.1% 13.9%
1.1% 1.5% 1.5% 1.0% 1.0%
2.5% 2.4% 2.4% 2.3% 2.1%
18.7% 18.8% 18.4% 17.4% 17.0%
-100000%
-80000%
-60000%
-40000%
-20000%
0%
5.0%
7.0%
9.0%
11.0%
13.0%
15.0%
17.0%
19.0%
Dec-17 Mar-18 Jun-18 Sep-18 Dec-18
14.7% Fully-loaded CET1 CAR 2 3
8.0% 8.2% 7.7% 7.4% 7.6%
5.0%
Tier 1 CAR 2
1. Leverage ratio is calculated based on the revised MAS Notice 637.
2. CAR: Capital adequacy ratio
3. Fully phased in, as per Basel III rules.
4. All capital ratios are fully-phased in from 2018 onwards.
4 4 4 4
Stable Liquidity and Funding Position
51
135% 128% 142% 142% 127% 170% 174%
206% 235% 220%
0%
50%
100%
150%
200%
250%
4Q17 1Q18 2Q18 3Q18 4Q18
All-currency liquiditycoverage ratio (%) *
SGD liquidity coverageratio (%) *
111% 110% 110% 107%
92.3% 94.2% 94.8%
91.6% 93.5%
85.1% 86.7% 85.7% 85.7% 88.2%
63.9% 66.2%
63.5% 64.5%
69.5%
55%
65%
75%
85%
95%
105%
115%
Dec-17 Mar-18 Jun-18 Sep-18 Dec-18
Net stable funding ratio(%)
SGD loan-deposit ratio(LDR) (%)
Group LDR (%)
USD LDR (%)
* Liquidity coverage ratios are computed on a quarterly average basis
Note: Net stable funding ratio is a new regulatory requirement from 2018 onwards
Higher Dividend for 2018
52
Net dividend per ordinary share (¢)
Payout amount (SGD m) 1,444 1,135 1,661 2,000
Payout ratio (%) 45 37 49 50
Payout ratio (excluding special/one-off dividends) (%)
35 37 39 42
35 35 35 50
35 35 45
50
20
20
20
2015 2016 2017 2018
Interim Final Special UOB 80th Anniversary
Note: The Scrip Dividend Scheme was applied to UOB 80th Anniversary dividend for the financial year 2015; interim and final
dividends for the financial year 2016; as well as interim, final and special dividends for the financial year 2017.
The Scheme provides shareholders with the option to receive Shares in lieu of the cash amount of any dividend declared on
their holding of Shares. For more details, please refer to http://www.uobgroup.com/investor/stock/dividend_history.html.
Thank You